Anne Robinson gets ready to step down as governor after nine years

After nine years of dedicated service as a public governor at the hospitals, Anne reflects on her journey, from what first inspired her to get involved, to the proudest moments, biggest challenges, and even a few humorous mix-ups along the way.

What inspired you to become a hospital governor nine years ago?
After taking early retirement from the Civil Service in 2010, I became involved with several charities and health organisations in Warrington. When I saw the election notice for governors at the hospitals, I felt I could make a meaningful contribution to our local NHS and decided to stand. That decision marked the beginning of an incredibly rewarding journey.

What are you most proud of accomplishing during your time at WHH?
One of the projects I’m most proud to have been involved in is the development of the breast screening and treatment facilities at both the Bath Street Heath and Wellbeing Centre in Warrington town centre and the Captain Sir Tom Moore building at Halton Hospital. The delivery of this service was a real achievement and has made a lasting difference to so many people. I also take great pride in the Living Well Hub, which bring medical clinics to the high street to make services more accessible to our communities.

How has the hospital changed over the course of your tenure?
Over the past nine years, the hospital has undergone significant changes. We’ve seen staff come and go, buildings damaged, refurbished, and even rebuilt. While the campaign for a new hospital remains ongoing, we’ve taken every opportunity to secure funding and invest in both Warrington and Halton sites to improve facilities for patients and staff.

What were some of the biggest challenges you faced, and how did you overcome them?
The biggest ongoing challenge has been responding to the constant changes within the NHS coming from central government, often regardless of political alignment. It can be difficult to keep up with shifting priorities and guidance. However, I’ve always believed that governors represent both patients and staff, and that belief has grounded my work and helped navigate these complexities.

Is there a particular moment or decision that stands out as especially memorable or meaningful to you?
The redesign and implementation of the new breast screening and treatment service stands out as the most meaningful achievement of my time. Seeing the impact of that service on the lives of patients across the area is something I’ll always carry with me.

How did you ensure the voice of the public and patients was represented in your work as a governor?
Governor-led ward and department visits have been instrumental. These monthly visits allow us to gather direct feedback from patients and staff, which is then fed back to both ward managers and the executive team. Many of us, me included, also draw on personal experience having moved to Warrington in 1989 with an elderly mother and young family, and now with grandchildren, I’ve experienced many sides of NHS care first-hand.

What have you learned from working so closely with NHS staff and fellow governors?
It’s been an absolute pleasure to work alongside dedicated staff and passionate fellow governors. I’ve learned that collaboration, mutual respect, and listening carefully to each other’s experiences are key to driving real improvements. I’ve also made some very good friends along the way.

How do you see the role of governors evolving in the future, especially in today’s NHS climate?
As the NHS continues to evolve, I believe the role of governors will become even more important. Governors serve as a bridge between the public and the Trust, and with increasing pressures on services, this link will be vital in ensuring that decisions remain patient-focused and rooted in local need.

What advice would you give to new or aspiring governors joining the Trust?
Be curious, stay informed, and never be afraid to ask questions. Spend time listening to staff and patients and take every opportunity to see the hospital in action. Your role is essential in making sure the Trust remains accountable and transparent.

What’s next for you after stepping down – any plans, passions, or projects you’re looking forward to?
I’ve been approached by several organisations to get involved in new projects, but I’ve not made any firm decisions yet. Family health matters may shape the months ahead, but whatever comes next, I’ll always hold WHH close to my heart and I’m sure you’ll still see me around.

With your name being Anne Robinson — have you ever been mistaken for Anne Robinson the consultant at the hospital who recently retired or the famous presenter of The Weakest Link?
Oh, definitely! In my early years as governor, I was often confused with the then Deputy Chief Medical Officer, also named Anne Robinson. And as for the TV presenter, yes, I’ve had my fair share of jokes! People often asked if I could do the wink or if I was, indeed, the "weakest link". It’s been a source of regular amusement over the years.